MGT101 Saudi Electronic University Target Co Management in Action Paper Instructions – PLEASE READ THEM CAREFULLY The Assignment must be submitted on Blac

MGT101 Saudi Electronic University Target Co Management in Action Paper Instructions – PLEASE READ THEM CAREFULLY

The Assignment must be submitted on Blackboard (WORD format only) via allocated folder.
Assignments submitted through email will not be accepted.
Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page.
Students must mention question number clearly in their answer.
Late submission will NOT be accepted.
Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. No exceptions.
All answered must be typed using Times New Roman (size 12, double-spaced) font. No pictures containing text will be accepted and will be considered plagiarism).
Submissions without this cover page will NOT be accepted.

Assignment Questions:

Q. 1. What do you understand by Work life balance and work flexibility in any Organization?[Marks: 1]

Q.2. How can an Employer support employees to achieve work life balance? And how can it increase the productivity of any Organization? [Marks: 2]

Q.3.Explain with some reasons that why are employees giving more preference for work flexibilities in their job? Write the name of 2 companies of Saudi Arabia in which you want to work with due to their work flexibility. [Marks: 2] Management in Action
Target CEO Works to Regain Consumer Trust
after the Company Was Hacked
Minneapolis—Executives settled around a square
table inside a Target Corp. conference room here
earlier this month and munched on store-brand snacks
as they chewed over something far less appetizing.
Opinion surveys commissioned by the company
found that the massive cybertheft that waylaid Target
late [in 2013] had knocked confidence and trust in the
51-year-old retailer to an all-time low. . . .
Target was having trouble shaking the fallout from a
key decision by Chief Executive Gregg Steinhafel that
made the crisis appear even worse than it already was.
The initial evidence had indicated that credit and
debit card numbers of about 40 million Target customers had been stolen. But the retailer had learned later
that the hackers gained access to partial names and
physical or e-mail addresses for as many as 70 million
people—a breach that some top executives counseled
against disclosing because it was unclear what kind of
fraud danger it posed.
Nevertheless, Mr. Steinhafel insisted on making the
bigger number public, sparking news reports that as
many as 110 million Target customers had been affected.
At the meeting, Chief Marketing Officer Jeffrey
Jones groused about the huge number. The public
“keeps hearing that equals one-third of all Americans,”
he said. “That’s hammering us.”
Mr. Steinhafel says he has no regrets about the aggressive disclosure and other costly decisions in the
wake of the crisis. “Target won’t be defined by the
breach, but how we handle the breach,” he says. . . .
The executives acknowledge the crisis has damaged
the retailer’s bull’s-eye brand, while analysts estimate
it may cost Target billions of dollars. During the holiday-shopping season, Target’s sales and store traffic
plummeted. Call-center volume overwhelmed employees. Executives testified before congressional panels,
and the company is facing federal and state investigations into how the cybercrime occurred from its store
registers and computer network. . . .
Over the two months since the crisis erupted, Mr.
Steinhafel, 59 years old, has lurched from one difficult
decision to another.
At one point, he proposed in a meeting that Target
would provide free credit monitoring and identity-theft
insurance for one year to all its customers. Scott
Kennedy, a senior executive, asked: “You’re saying we
will give this to any customer who’s ever been in a
store, but we aren’t checking?”
Mr. Steinhafel nodded.
“Then we’re offering this to all Americans,” Mr.
Kennedy replied.
Target went ahead with that plan.
The breach could wind up costing Target, which
notched $73 billion in sales in 2012, a few billion dollars, people familiar with the matter say. . . .
New chip technology to replace magnetic strips
on credit cards could cost about $100 million, one
executive told Congress. Card-monitoring services
for customers could cost tens of millions, according
to one executive. Hundreds of millions of marketing dollars could be diverted to repairing the brand.
In addition, costs are mounting for reissuing cards,
staffing call centers, forensic and data-security
units, and lawyers for public inquiries and private
lawsuits. . . .
The CEO, who likes to say “retail is detail,” is
known internally for paying surprise visits to Target
stores—there are about 1,800 in the U.S. that drew
about 32 million customers a week before the crisis.
Store managers say they warn each other to be alert for
a man snooping around the aisles, frequently snacking
from a box of animal crackers. . . .
Recently, Mr. Steinhafel says, he stopped a manager
who was reading e-mail on her cellphone as she passed
through Target’s downtown Minneapolis headquarters.
“Please be in the present,” he recalls telling her. . . .
From November 27, the day before Thanksgiving, through December 18, Target executives say,
shoppers’ payment-card data was captured through
“malware” installed in Target’s computer network.
The hackers had entered the network through a
vendor. . . .
The breach got wide publicity. Shoppers clogged
Target phone lines and stores. Some sent tweets and
e-mails that they would never again shop at Target. On
the last weekend before Christmas, the big crowds at
Target stores had dwindled.
On December 20, Mr. Jones, the chief marketing
officer, urged Mr. Steinhafel to appear in a video on
Target’s website. The CEO was reluctant. He didn’t
have a script and was exhausted.
With a camera rolling, Target’s public-relations
chief, Dustee Jenkins, asked him questions. Mr.
Steinhafel, clad in Target’s trademark red shirt and
khakis store attire, thanked customers for their trust,
provided tips to monitor their accounts, and promised zero liability to shoppers for any fraudulent
charges.
Mr. Steinhafel began holding twice-daily “status
meetings” in a 32nd floor conference room. . . .
Early this month, prompted by the Target data
breach, Congress held hearings on cyberattacks. As
Mr. Mulligan, the CFO, made his appearances, Mr.
Steinhafel and his executive team watched from the
company’s “situation room.”
The Exceptional Manager
CHAPTER 1
37

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